Survival Status Analysis of Small and Medium-sized Printing Enterprises 1. The general demand trend in the printing industry has increased, but the proportion of traditional printing has declined. The United States and India Association predicts (2006-2008): 1 The revenue from offset printing and related pre-press and post-press processing services will increase from 81.9. % dropped to 68.3% (bad).
2The revenue from digital printing (including variable data printing) will increase from 6.5% to 13.2% (neutral).
3 Printing value-added services (including follow-up processing and data management, etc.) will increase from 7.8% to 14.5% (preference).
The key to analyzing the current status of printing is to solve the following three problems: 1 Where are we?
2 Where do we go?
3 How do we get there?
2. Traditional printing concerns: Substitution and Substitution Each industry will undergo a process of â€œreplacement and substitutionâ€. Printing as a traditional industry is no exception. This is a problem that all small and medium-sized printing companies must face and cannot avoid. It is also a common problem faced by the printing industry in China. Alternatives are not just a competitive alternative to companies of the same nature in the same industry. They have gradually evolved into a cross-industry replacement (the â€œprintingâ€ is no longer the â€œprintingâ€ of traditional concepts). Inkjet printers, printers, copiers, and digital printers can replace what traditional printing can and cannot do. Internet pages are mostly prints of the past, and information that can be downloaded is a substitute for printing.)
In the face of â€œsubstitution and substitutionâ€ positively, there are two options to choose from: 1 Either establish a unique advantage (differentiated advantage) that cannot be replaced within a certain period of time as soon as possible; 2 Either as soon as possible the end of its own traditional printing How to break through the company's life cycle and entrepreneur's physiological cycle is consistent, the boss does not want to do, the company also finished the printing of nearly 10 years, the annual turnover of a few million, as many as tens of millions, would like to go on A step, but I find it difficult to compete fiercely with the industry, and I feel more and more powerless. There is a feeling that I am about to be squeezed out. Does the company you operate have the following characteristics: It is too stressful and it is too uncomfortable. Businesses, who have weak control over printing end customers, are in no position to save their existing business and substitute themselves.
I will give two related examples: 1 In order to win overseas orders, Shanghai Jianuo Printing's strategy is to employ foreigners to defeat middlemen (Hong Kong, China, Taiwanese). In the Chinatown of Manchester, the author saw a banner saying "Chinese printing is cheap." As a middleman, the strategy they adopt is "personal service." In order to obtain customer demand information, we have no advantage in directly handling overseas orders in China. Shanghai Jianuo Printing's strategy is to establish direct contact with British companies. Currently working with us is a consulting company in the United Kingdom whose main customer group is the hotel. Nowadays, the purchase volume of prints for a four-star hotel in the UK is about 300,000 pounds a year, and the amount of business for Jenoptik printing is around 100,000 pounds. When operating overseas orders, please note: Don't expect orders from middlemen to â€œgo foreverâ€, direct orders from overseas should pay attention to â€œcustomer credit riskâ€ and learn to use â€œfinance servicesâ€; 2 change the form of paper media transmission, let information boldly â€œnakedâ€ and replace itself .
3. Digital Printing The vast majority of manufacturers of digital printing equipment sell their equipment under the marketing concept of "fast-moving consumer goods" (just like mobile phone manufacturers).
The author worked for nearly ten years in the advertising company now serving, and still has some understanding of the marketing strategy of â€œfast consumer goodsâ€. When manufacturers introduce new products, they usually leave enough room for new products (this profit is sometimes 60%). At the same time as the launch of the product, increase advertising promotion and quickly â€œblushâ€. The life cycle of general new products is from 12 to 18 months. Immediately afterwards, new alternatives are introduced and they replace themselves instead of adopting a single price reduction strategy. If you are a very knowledgeable person, you will find that there is little difference between new products and old products. It is only a few individual features that have been improved, and this will become a new â€œselling pointâ€ for new products.
Can not blindly follow the data (the digital printing revenue mentioned above will rise from 6.5% to 13.2%, this data is the United States, not China). We must learn to look at trends, but we cannot copy them. We must consider the differences in culture and consumption habits. Here I talk about the things behind the growth of digital printing demand that the author saw abroad (in many cases, the inspections on the outside of China only show the appearance. You can only feel the difference if you live there for 2-3 months): 1 The difference in the educational level of digital printing consumers. Usually, there are only two individuals in the medium-sized digital print shop abroad, one owner and one employee, self-service, and automatic billing; and the domestic digital print shop has a very different form of consumption; 2 differences in reading habits. At present, foreigners are still accustomed to reading paper media. The London Underground has left a deep impression on the author: one is multi-ethnic and multi-cultural; the other is their preference for reading. In another example, last year I often attended some business meetings. I would e-mail the meeting to the other day the day before the meeting. On the second day I saw that most of the participants printed the contents on paper. They used to Talk and write. Then come back to see the reading habits of the Chinese people. At present, this group that can accept the concept of numbers is accustomed to screen reading rather than paper media reading.
3 differences in legal awareness. The information industry in foreign countries is well developed. There are a large number of databases available for use. However, it is generally necessary to purchase usage rights, and there are generally limited time limits for permissions. I personally saw my classmates continuously printing in the days before their expiry date. I asked him if it is not enough to download the file to the computer. He replied that after he had expired his rights, using electronic documents was an illegal act. Look at me again. When I returned to China, there was only one hard drive. Many of my European classmates returned with a few big boxes.
4. Provide value-added printing services, is the trend of the transformation of small and medium-sized printing companies Before talking about printing value-added services, the author first talk about two phenomena: 1 "China Dragon" and "Indian Elephant" dispute. Chinese companies promote the upgrading of Chinese manufacturing through product innovation, while Indian companies continue to maintain growth through the expansion of new markets. Although both sides are growing, the path chosen is different.
2 "3 dollars law." In the manufacturing industries that China exports to foreign countries, there is a middle link difference of US$3 between the production price of US$1 and the market price of US$4, and it is better to concentrate on splitting instead of scraping in the already poor US$1 production price. $3 cake (Last year I even saw a more tragic scene with many Chinese textile exporters: Due to quota restrictions, a large number of Chinese textile exports were backlogged at Southampton's ports). The purpose of these two examples proposed by the writer is to illustrate: To do printing, we must not only look at printing from the perspective of production. We must pay attention to relevant factors beyond printing.
Small and medium-sized printing enterprises should be transformed from "print manufacturers" to "print channel providers": (1) Policy guidance. I personally believe that the current role of the state in guiding the exchange of the printing industry has yet to be strengthened. I saw that government-sponsored exhibitions are more cost-effective for print production companies (including the All-In Print Show held in June) and have yet to see an exhibition that allows print production companies to make money. Home platform).
2 It is necessary to autonomously train a group of brokers who can effectively link the "domestic printing production enterprises" and "foreign printing buyers", commonly known as "international cattle." They should be familiar with international trade and cultural differences in various countries (not familiar with printing). They get a certain percentage of commission on the transaction amount, not direct transaction intermediate profit (its role is like the current housing agent).
3 Printing manufacturers must pay attention to the introduction of â€œcross-industry talentsâ€. The relative knowledge structure and width of people who simply learn to print are not broad enough.
There are a large number of overseas returnees who are actually talent pools that can be fully utilized.
4 For the entrepreneurs of printing companies, my personal point of view is: possession alone is not beautiful, and part ownership only lasts. The question that entrepreneurs in printing companies must now think about is how to break the life cycle of the enterprise and the physiological cycle of the entrepreneur, and how to cultivate the second life cycle of the enterprise in the most energetic physiological cycle of the entrepreneur. Companies who don't want to be hard-built have collapsed because they have no successors. 5 As the founder of a printing company, the author also has a point of view on the company's views, that is, to treat the company's three stages of understanding: his wife, children and pigs. When a business is used as a wife to raise a child, when the children come to support, the operating attitude of the pigs is decidedly different. Different business attitudes determine different ways of capital operation. We should now think more about the skills of pig raising and the skills of selling pigs.
The above is only a reflection on the transformation of printing production enterprises. I hope that I can enlighten my colleagues in some printing circles who are experiencing similar difficulties.
As a member of the small and medium-sized printing enterprises, the direction of â€œbreakthroughâ€ of Jianuo Printing is clear: Gradually cultivate and establish the ability to provide â€œprinted value-added servicesâ€ to high-end customers.
How to increase the success rate of â€œbreakthroughâ€ decisions 1. The choice of â€œbreakoutâ€ decisions is a responsibility that an operator must assume. The decision makers who can effectively implement successful breakthroughs generally have the following three characteristics: (1) insight (2) boldness (3) Endurance and Execution 2. The establishment of learning ability is a precondition for ensuring the success of â€œsurveillanceâ€.
Here I talk about my personal learning methods: (1) Cross-industry learning. When you encounter bottlenecks in your work, stepping out of the printing industry to see the growth experience of other leading industries, their â€œgain and lossâ€ in the process of growth will give you a lot of inspiration. (2) Learning across geographic regions. Get out of a relatively small geographic area and look at a relatively mature market in the printing industry. Perhaps the pain it has ever experienced is exactly what you are experiencing now.
Small and medium-sized printing companies must quickly establish this new learning concept and learning ability. Otherwise, they may become a bystander of change, and they are bystanders behind the times.
How to choose the direction of investment breakthrough (acute-angle thinking) When we march on the road, when deciding what is the success or failure, it is not only the ability but also your choice. What did you choose, what are you. Strategic planning enables us to prepare in advance when making choices.
1. "Hardware" Breakthrough This is a form of adjustment adopted by many state-owned printing companies. It is a passive, short-term tactical measure rather than a long-term strategic choice.
2. "Software" Breakthrough This is a revolutionary approach adopted by many medium-sized private printing companies.
They know where their disadvantages are compared to state-owned assets and multinational printing giants. This is a way for them to seek change. The risk involved is whether the investment strategy's wishful thinking can eventually win the approval of the printing customers. 3. Breakthroughs in â€œLight Assets, Heavy Serviceâ€ Here is a breakthrough idea for small and medium-sized printing companies: hundreds of thousands and millions of investments are invested in equipment investment, which is not a relatively capital-intensive printing industry. It must be possible to start waves (the key is to see if your investment behavior can bring benefits to your customers). If you can put these funds in the direction that you are good at, and can directly benefit customers, it may produce a different response.
It is necessary to use cross-industry learning tools.
If you look closely at the strategic adjustment plan of Bright Dairy, you will understand how to do it.
The status quo of the printing industry in the United Kingdom 1. In the UK, the printing industry ranked fifth.
2. The UK currently has a surplus of printing capacity and is a printing and processing exporter. The largest export market is the United States, followed by the Netherlands, Italy and Germany.
3. There are about 12,400 printing companies in the United Kingdom. The number of printing companies is decreasing year by year, 95% of which are small-scale printing companies. The company employs no more than 20 employees.
4. In the UK, the average age of employees in the printing industry is 48 years old, and there is still an upward trend.
5. The printing industry in the UK is in a transitional period. The connection between the printing industry and "information and wireless communication technology" is a hotspot in this transformation. Some services based on timely services require orders to be completed within 8 hours.
6. Many printing companies in the UK provide value-added services to customers, such as digital printing or database management based on variable data. The fastest growing printing companies at present are those small and medium-sized companies that can provide high value-added, production process control, IT system support and data management.
7. Printing companies are becoming part of the customer's supply chain. 8. The largest printing market in the UK is advertising and related information printing, followed by books, brochures, leaflets, etc. Other important products include program tickets, tickets and magazines.
9. The UK printing industry has transitioned from simple printing to multiplexed printing services with a clear market segmentation.
10. A few years ago, a new type of company, the printing management company, began to emerge, which saved the downward trend of the British printing industry.
Printing management companies basically play the roles of print buyers (generally group customers with many different printing needs) and printing company middlemen. They manage the customer's printing needs, provide assistance in improving operating procedures, improving efficiency, and reducing costs. At present, the largest print management company in the UK, WilliamsLea, now has a turnover of more than $800 million.
11. Most printing companies in the UK have initially regarded print management companies as a threat. Many companies still believe that their current survival conditions are extremely difficult. Another part of the printing company is actively transforming into a printing management company. Printing management companies are breaking the long-standing closure of the printing industry.
There are always some key moments in life that will make you different from this. These key moments include: Can we foresee and grasp a revolutionary industrial opportunity, investment opportunity or technological opportunity, etc.; dare not dare to â€œemptyâ€ oneself first, and then try our best to seize these opportunities; can we take these opportunities? Expansion has become the company's lasting competitiveness. I hope that domestic small and medium-sized printing companies can grasp these crucial moments as soon as possible to find their own market.
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